Waste Reduction Guidelines for the Composite Industry A Step-by-step Approach to Developing a Comprehensive Waste Reduction Program

funded by the Missou fl' Department of Natural Resources

This manual was developed by Environmental Technical Services (ETS), 18846 Highwood Estates Drive, Pacific, MO 63069 in consultation with Bridging The Gap, Inc., 435 Westport Road. Kansas City, MO 641 11 For more information on services available, contact John Unser, ETS, (3 14) 273-6687, email ets@inlink com or M a d Crabtree, BTG, (816) 561-1087, email eec@bridgingthegap org

Table of Contents Introduction ..............................................................................................................................

1

The Composite Industry.. ................................................................................................... 1 Manufacturing Methods ............................................................................................................. . 2 Waste Generation in Missouri Composite Industry .................. ........ ............ 3 Benefits of Waste Reduction .. ........................................ .......................... 3 Industry Success Stories .............................................................................................................. 5

Developing a Waste Reduction Plan for your Company

.........................................................

6

Phase One: Start-up ................................................................................................................... 7 Phase Two: Waste Assessment................................................................................................. 10 Phase Three: Develop a Waste Reduction Plan .......................................................................... 18 ................................................................... 23 Phase Four: Implementation ..........................

Conclusion ...............................................................................................................................

27

References................................................................................................................................

28

List of Figures ........................ 1 Figure 1 - Composite Shipments Since 1991......................................... ................................ 3 Figure 2 - Distribution of Solid Waste Stream . . . . . . . . . . . . . . . . . . ........................ 6 Figure 3 - Development of a Waste Reduction Program ....................... Figure 4 - Sample Kick-off Memorandum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Figure 5 - Sample Start-up Memorandum .........................................................................

List of Tables Table 1 - Composite Manufacturing Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

List of Appendices Appendix A - Step-by-step Worksheets Appendix B - Case Study - Company ABC Appendix C - Waste Reduction Ideas for the Composite Industry Appendix D - Recycling in the Composite Industry Appendix E - Companies Supporting Waste Reduction and Recycling Appendix F - Other Resources

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Introduction The Composite Industry Composite materials offer many superior properties that have enabled composites' manufacturers to gain significant market share in a variety of industries. Benefits such as high strength to weight ratios and excellent resistance to environmental exposures provide significant advantages over conventional materials. A composite material contains a reinforcement (such as fibers) supported by a binder (matrix) material. Examples of the products manufactured with composites include bathtubs, vanities, recreational boats, truck hoods, automobile parts, small appliances, storage tanks, and aircraft parts. Composite use has grown continuously since its introduction in the 1960's Figure 1 graphically shows the increase since 1991. The Society of Plastic Industries (SPI) Composite Institute has predicted a record high of 3.22 billion pounds of composite materials will be shipped in 1996.

hcraft/Aerospace/Mihtary

0th

I

AppCance/BLlsmxs Eqqment Consumr Products

ElectmaL'Ekctrom

h4aX-m CorroslowReslstant Equpment ComtnctPn

Transportatmn

Figure 1 - Composite Shipments Since 1991 Many types of materials are used in the fabrication of composite structures. Carbon, aramid, glass, or ceramic fibers may comprise the reinforcement component. Examples of fiber forms are: chopped, unidirectional tape, cloth, roving, and performs The matrix or resin material can be a polyester, vinyl ester, epoxy, polymide, or bismaliamide just to mention a few. The composite industry's most dominant matrix and reinforcement combination is polyester resin and glass fibers, known more commonly as Fiberglass Reinforced Plastics (FRP). In the aerospace industry the most common material combination is carbodepoxy. These two materials make up roughly 90% of the composite market. 1

Manufacturing Methods Many manufacturing methods are used to produce composite structures. Examples of processing methods include: filament winding, pultrusion, resin transfer molding (RTM), injection molding, compression molding, wet lay-up, spray-up, resin infusion, and hand lay-up using prepreg and autoclave cure. Table 1 compares the pro2esses. FRP is typically fabricated using wet lay-up or spray-up. Aerospace structures are primarily fabricated using hand lay-up of prepreg and autoclave cure. This process is expensive, and due to defense cutbacks, the aerospace industry is investigating lower cost fabrication. The waste generated by each of the manufacturing methods varies and each method may generate several waste streams. A waste steam is defined as a unique discarded material that must be handled separately. A recent study done for the Air Force ranked several composite manufacturing methods based on the amount of waste generated. The processes were ranked in the following order, from most wasteful to least wasteful: hand lay-up using prepreg and autoclave cure, filament winding, compression molding, RTM, and pultrusion. The study did not include wet lay-up, spray-up or resin i h s i o n . Considering their ranking methodology, these methods would fall between the methods of filament winding and compression molding. The rankings for the processes are included in Table 1. A high negative number represents less generated waste

Table 1 - Composite Manufacturing Methods

Fiber Volume

Relative Cost

Waste Generation Ranking'

Pultrusion

4555%

LOW

-30

Resin transfer molding

4560%

Moderate

-18

Wet lay-up

40-50%

LOW

-13

Compression mdding

40-50%

LOW

-11

Resin infusion

50-60Yo

LOW

-9

Spray-up

4040%

LOW

-9

Filament winding

50-60%

Moderate

-7

Autoclave cure - hand lay-up

5560%

High

0

Manufacturing Method

2

Unique Waste Streams Excess resin, scrapped parts, cured trimming Flashing, scrapped parts, curec trimming Cured trimming, cured excess resin Flashing, scrapped parts, outdated materials Vacuum bagging material, cured trimming Overspray, cured trimming, cured excess resin, scrapped Pa* Excess resin, scrapped parts, cured trimming Scrap prepreg, cured trimming, vacuum bagging material, prepreg backing, outdated materials, scrapped parts

Waste Generation in Missouri Composite Industry In 1997 Environmental Technical Services (ETS) conducted a survey limited to the companies that fabricated composite structures in Missouri. A total of 155 surveys were mailed and 32 were returned. Survey results indicate spray-up to be the dominant manufacturing process. Cured trimmings and overspray represent over 60% of the solid waste stream as seen in Figure 2. These two types of waste should be the primary focus of most industry waste reduction strategies

Wooden Used Scrapped

waste

Part trimming 55.9% Cardboard 15.1%

Figure 2 - Distribution of Solid Waste Stream

The ETS survey determined the amount of waste generated by the Missouri Composite Industry Survey results indicated that each employee would generate an average of 7,345 pounds or 3 7 tons of waste per year The total waste generated by the Missouri Composite Industry would then be 85 9 million pounds or 42,968 tons per year This calculation is based on the average of seventy-eight employees per company and a total of 150 composite manufacturers. Considering these figures, an impressive 58.8 million pounds or 29,433 tons of scrap composites could be available for recycling each year

Benefits of Waste Reduction Companies across the country report significant success with waste reduction campaigns, and many have saved thousands of dollars a year by implementing procedures such as ones described in this manual By reducing the waste generated in your manufacturing process, your company can save money, increase productivity, attract customers, and help protect the environment.

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Economic Advantages 0

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Waste reduction can reduce material and supply costs and increase efficiency through cost effective work practices. Hauling and waste disposal costs are slashed when waste volume is reduced According to a survey by the New Jersey Department of Environmental Protection, companies that prepared waste reduction plans projected savings of $7.40 for every $1 .OO invested.

Enhanced Corporate Image Environmentally conscious companies attract customers. Many consumers consider a company’s environmental record when making purchase decisions. 0

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Environmentally conscious companies enjoy an enhanced public image in the local community. Companies conducting waste reduction programs receive favorable publicity and media exposure

Increased Employee Morale 0

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Employees appreciate company efforts to reduce waste and become more environmentally conscious Employees benefit from the information and training received as part of the waste reduction campaign Your employees will feel like a valuable part of the effort as they are encouraged to contribute and participate; especially if they are rewarded for their participation through incentive programs

Positive Environmental Effects Waste reduction eliminates waste sent to landfills. Waste reduction decreases long-term liability risks associated with cradle-to-grave responsibility for material use and disposal Reduction in solid waste may in some cases reduce air emissions; for example, reduction in overspray also enhances air quality. 4

Industry Success Stories The following company profiles illustrate how actual businesses have successfblly implemented waste reduction programs and realized many of these benefits.

Omega Protrusions of Aurora, Ohio, a company that employs about 120 people in fiberglass protrusion, implemented a fairly simple, yet highly effective waste reduction program. When company managers asked employees for waste reduction strategies, their number one concern was in the area of training. Employees were not uniformly using production equipment resulting in significant scrap waste. Waste reduction training manuals were developed for each piece of production equipment and the employees were retrained to handle raw materials more efficiently. The managers also gave employees power to inspect their own work, creating hrther incentive to follow new procedures. These changes enabled Omega’s scrap rate to decline dramatically, from 14 percent in 1989 to 5 percent in 1993, resulting in a 400,000 pound reduction in the amount of scrai, sent to landfills.*

The Composite Manufacturing Area (CMA), part of Lockheed Missile & Space Company’s Missile Systems Division, produces lightweight fiberglass and carbon fiber composite structures. In 1992 they replaced the die/clicker press used in their cut-and-ht operation with an automatic ultrasonic composite prepreg cutting machine. The automated system improved their utilization of raw material to 80% from 50%. This change eliminated over 12,000 pounds of waste per year and saved the company approximately $540,000 in raw material costs per year. Additional savings of $67,500 per year were gained by reducing hazardous waste disposal fees (California considers prepreg hazardous waste).’

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Developing a Waste Reduction Plan for your Company The process of developing and implementing a waste reduction plan can be divided into four phases: start-up, waste assessment, development, and implementation. Figure 3 shows the steps within these four phases. A successhl waste reduction program can be achieved if these steps are followed.

*Establish Management Support *Designate a Coordinator *Select an Effective Team *Set Preliminary Program Goals *Notify Personnel

*Survey Employees *Conduct Records Review *Conduct a Facility Walk-Through *Perform a Waste Sort *Complete a Waste Assessment Report

*Brainstorm Waste Reduction Ideas *Compile and Screen Options *Analyze the Options *Develop Focused Goals *Documentthe Plan

*Educate and Train Employees *Monitor and Evaluate the Program

Figure 3 - Development of a Waste Reduction Program

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Phase One: Start-up The first steps in preparing a successhl waste reduction program are: 1. Establish firm, visible management support. 2, Designate a capable and enthusiastic waste reduction coordinator. 3 Select an effective team to implement the program. 4 Set preliminary program goals 5 Notify personnel of the new program

Step One: Establish Firm, Visible Management Support The first step in preparing an effective waste reduction program is to commit the owner or highest level management to participating in the waste reduction program and authorizing changes in operations. Regardless of business size, a waste reduction program should be established with formal policy and considered the standard for your business. Any program directives should come from management to encourage support at departmental and other levels. A memo, letter or other form of announcement from management to all employees clearly demonstrates such support Be sure to keep all levels of management informed and involved as you develop your waste reduction program. Encourage your managers by sharing the benefits that come from waste reduction, such as cost savings and enhanced company image. Once the program is underway, and throughout the progress of waste reduction efforts, management can continue to demonstrate support by:

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endorsing program goals communicating the importance of reducing waste within the company authorizing the time necessary to work on the project making periodic announcements regarding program status encouraging and rewarding employee commitment and participation

Step Two: Designate a Waste Reduction Coordinator ,I I

A successful waste reduction program requires an enthusiastic and motivated coordinator who can foster a sense of teamwork and enlist the support of all employees The coordinator will be responsible for administering the program and will act as a liaison between management, employees, and the waste reduction team The coordinator will also be the contact for the recycler, the facility's manager, and others involved in implementing the program or monitoring its progress 7

Qualities sought in the program coordinator include: 0

0 0

0

organizational talent enthusiasm about waste reduction ability to direct team efforts good communication skills

Likely candidates may be: 0 0

0 0 0 0

an employee who has championed waste reduction a facility manager a waste disposal or operations manager an environmental manager a public relations manager an enthusiastic person at the administrative level

Depending on the size of the business and the type of program being implemented, the position of coordinator may require a significant amount of time. If possible, incorporate the coordination of waste reduction into the person’s job description. As such, it is important that the position be an official function, not a volunteer duty.

Step Three: Select an Effective Team Your employee waste reduction team is responsible for planning, designing, implementing, and maintaining the waste reduction program. A team approach allows the distribution of these tasks among several employees and enables employees throughout the company to contribute directly to the effort. The team size is determined by company size. A small business might have a threeperson team - the owner and two managers or staff members; whereas a large business might have a dozen employees on its team. Typically, members of the waste reduction team are responsible for:

0

setting the preliminary and long-term goals of the program assessing current waste streams and waste management contributing specific ideas and suggestions designing the waste reduction program specific to all departments or areas promoting the program to all employees providing educational information to all employees and to management tracking program success reporting to management the program status, goals and milestones

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To encourage all employees to take ownership of the program, team members should represent various departments. Good team candidates include: environmental managers building supervisors maintenance staff purchasing staff administrative staff engineering staff technical or operational staff employees interested or experienced in waste reduction Team members can be volunteers or appointed members. It is important, however, that they be enthusiastic and able to commit time to the effort. You may increase motivation by making team membership a basis for special recognition within the company.

Step Four: Set Preliminary Program Goals The general objective of a waste reduction program is to reduce the amount of solid waste disposal. A wide range of approaches can be taken to accomplish this objective and the team should narrow these to establish preliminary program goals. The goals should clearly state results the team expects based on the level of effort that the company is willing to dedicate to the task. The goals should be flexible, as they will need to be reexamined later and adjusted when specific waste reduction options are considered. Below are several examples of goals:

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Enhance public image of the campany by showing that it is working toward a cleaner environment, Boost employee morale by getting people involved in a companywide project. Reduce solid waste generation by 50% withn two years.

('asr Stit& - C'ompany Description ('ompuig! ARC' IS a sma1l)berglassjob shop with 45 employees. Their annual sales volume I S S5-IO million. Primary fabrication method IS chopper gun spray-up. The 30,000 square foot faciliy is located i n the downtown district of a large metropolitan city. The main industries they service are construction, transportation, corrosion resistance equipment, and marine. The preliminary goals establishedfor Company ABC are listed below: 0

Establish a baseline of the types of waste streams generatedfrom our fabrication processes, Reduce ihe largest waste stream by 25% by implementing waste reduction and recycling projects.

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Step Five: Notify Personnel It is essential to inform all employees of the program and highlight the importance of their involvement. To emphasize the program’s high priority, begin with an announcement and endorsement from upper level management. This will demonstrate that the program has hll management support and is a high priority for the business. An initial announcement will also capture employee interest and generate momentum for the program. An example memorandum is presented in Figure 4.. TO :

All Employees

FROM:

The Operations Manager

SUBJECT

Waste Reduction Program

Our company will soon begin a waste reduction campaign. Our goal is to reduce the amount of waste generated and increase the level of recycling. This program presents an opportunity for everyone to contribute to a significant environmental improvement effort and in turn lower our production costs The first step in the program is to get suggestions and ideas from you. Please fill out the following survey and return it to your supervisor. A waste reduction team is being formed consisting of employees and consultants. In the next couple of weeks, the team will be touring the shop talking to employees. Please cooperate hlly, since the success of this program depends on your participation.

Figure 4 - Sample Kick-off Memorandum

Phase Two: Waste Assessment A waste assessment analyzes and reviews your company’s waste generation, waste stream content, waste management arrangements, and purchasing policies. It will also help determine the amount that can be reduced through reduction practices, recycling, and reuse. From the baseline information, realistic, measurable goals can be set for waste reduction.

The basic steps of a waste assessment are as follows Survey employees regarding waste generation and opportunities for waste reduction 2 Examine your business records and complete the Waste Assessment Questionnaire 3 Conduct a facility walk-through and interview employees. 4 Perform a waste sort (if needed to identi@ the relative quantities of waste types) 5 Document your findings to management in a Waste Assessment Report. 1

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Your waste assessment can be as simple or as involved as you want. The scope of the waste assessment will be based on: 0 0

0

the type and size of your business the complexity of the waste stream the resources (money for capital improvements, time, labor, equipment) available for the waste reduction program

For example, if your business generates only a few types of waste materials, your team might review company records and conduct a brief walk-through and interview. On the other hand, if your business generates diverse types of waste and has established a goal to cut waste disposal by 50% or more, the team will need to thoroughly examine and quanti@ the waste generated by performing a full waste assessment with a waste sort. Each type of waste assessment activity is described in the following pages.

Step One: Survey Employees As a first step in the waste assessment, ask each employee to complete a brief survey. The survey should solicit information regarding: 0 0 0

types and amounts of waste generated willingness to participate in a recycling program waste prevention suggestions

Employee input is important! Employees who feel part of the initial program design are generally more willing to participate. You may find that the employees most willing to recycle are those in the departments generating the most waste. These departments are an ideal place to begin your recycling efforts. Distribute the survey, (printed double-sided or on the back of used paper), or post it on electronic mail A sample survey for businesses in the composite industry is included in Appendix A. Note that the survey also contains an explanation that a waste reduction program is being planned and that input from each employee is valuable to ensure a workable program strategy.

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Case Study - Employee Survey

Thirty of the forty-five employees completed and returned the employee surveys. Table I illustrates the interest by department. Overall, company-wide interest in recycling and waste reduction is very positive, which is an indication of high morale. Table 1 - Particbation Interest bv DeDartment

The survey indicated that the top three waste streams were part trimmings, overspray, and wrappedparts. The responsesfor each waste stream by department are presented in Table 2.

In response t o the question of how recycling could be made more convenient, employees cited Ttorage I . S . Y U ~ S and shop cleanliness problems. The responses to the question “Whatideas do you balv io redirce wasle at this company3 indicate two general themes: know how much material fo use. and hire people who care about their work. Survey comments indicate some frustration rb’ithemployee turnover. ”

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Step Two: Conduct a Waste Assessment Questionnaire and Records Review Company records can provide insight into your company’s waste generation and handling patterns. Use the Waste Assessment Questionnaire in Appendix A to help gather important information from your records. The types of records you might find useful include: 0

0 0 0 0

waste collection and removal records and contracts contracts with recyclers and records of revenues from recycling equipment service contracts, maintenance logs, and repair invoices inventory, invoices, and purchasing logs production logs

Waste handling information allows you to analyze waste removal methods and costs. Look at both on-site waste collection (gathering trash from individual departmentdoffices) and off-site waste removal (shipping the waste off-site for disposal). This information can be found in waste haulirig contracts, maintenance and operating logs, and waste removal records. It may be helpful to include a review of any existing recycling or donation efforts. Equipment service contracts, maintenance logs, and repair invoices provide usehl information on waste generated through equipment malfhctions; for instance, frequent printer and copier breakdowns may result in wasted paper. Purchasing records profile the resources entering the facility so the use and ultimate fate of these resources can be tracked. Opportunities for waste-reducing purchasing practices such as buying in bulk or purchase of recycled products may be identified. !bse Stir&

- Prodiictiori Record Review

(’ompaq ABC’ records the weight of the$nalprodirct. Part I23 makes up over 50% of their orodiictio,i volume. The variance i n weight of these parts made by diflerent technicians was rrna!r*zed. A s can he seen i n Table I the one technician (W)that made the most parts consistently made parts weighing about I . 5 pounds less than the other technicians.

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Step Three: Conduct a Facility Walk-Through and Employee Interviews A facility walk-through is a relatively quick way to examine your company's waste handling practices. During the walk-through the team will want to note: the types and amounts of waste produced waste generation and handling practices waste-producing or inefficient activities and equipment disposable materials that could be replaced by reusable or recyclable products existing space and equipment available for storage of recyclables current waste reduction efforts information provided by employees The walk-through should include all areas that generate, handle or store waste. Be sure to contact each department to schedule the walk-through visit and to request that the supervisor and employees be available to answer questions or describe operations. Walk-through interviews can offer important details on waste generation and removal practices. Employees are a valuable sdurce of ideas for planning your waste reduction program. Before the walk-through, the team should discuss the important areas, questions, and topics to be covered.

Case Study - Walk-Through Major areas of concern indicated by the walk- through are:

Spray-up overspray Gelcoat overspray Resin usage Fiberglass trimmings Scrap i4ncontaminatedfiberglass

The details of the walk- through are documented in the Waste Assessmentfor Company ABC which i s presented in Appendix B.

FACILITY WALK-THROUGH INSTRUCTIONS Use the facility walk-through form provided in Appendix A to identify and record the different waste-generating activities and equipment in your facility. Also record the types of waste produced and any current waste reduction efforts. In addition, identify all materials that could be targeted by your waste reduction program and brainstorm ways to reduce, reuse or recycle these materials. Obtain necessary information by conducting a walk-through of targeted functional areas. The walk-through entails carefidly observing waste-generating activities and equipment, examining the contents of waste containers, and interviewing supervisors and employees. Pay close attention to areas and operations that generate the largest amounts of waste. Watch closely for activities and equipment that generate unnecessary waste. Highlight existing waste reduction efforts. Contact department managers to schedule short interviews with staff Suggested questions to ask during the walk-through are listed following the walk-through forms. Be sure to interview the custodial workers and operations staff.

If possible, schedule the walk-through just before trash pickups to allow a sufficient amount of waste to accumulate. Avoid scheduling it on a day when nontypical wastes are produced. Ask questions about variations in daily waste generation. For example, periodic deliveries may result in more discards on the delivery day. Ask about any recent or upcoming changes withn the department, such as new equipment, systems, or procedures that could alter the types or amounts of waste generated. v

Larger companies may want to record information gathered on the walk-through by department, copying the forms as needed.

FACILITY WALK-THROUGH QUESTIONS Pose questions such as these to department employees during the facility walk-through. Phrase questions so as to encourage workers to share information with the team. Employees should feel they are contributing positive information to the project. Interview the staffwhile they are working at their departmental tasks to foster better department-specific answers. Keep the interviews brief so as not to disrupt the working schedule. If needed, schedule more involved interviews separately. Are there recent or pending changes in equipment or procedures that could alter the types or amounts of waste generated? Where can we be more efficient? Are there alternative products we can reuse over and over?

0

Are there other products we could purchase that are more repairable, refillable, or durable than ones we are currently using? Are there products that come with too much packaging? Are there any business policies that are barriers to waste prevention?

0

What wasteful activities have you noticed?

Step Four: Perform a Waste Sort Conduct a waste sort if you need more extensive data than is provided by company records or a facility walk-through. A waste sort involves collecting and sorting a sample of your company’s waste to provide a “snapshot” of the total waste composition. By determining the baseline waste composition you can better. 0 0

prioritize waste prevention and recycling efforts demonstrate to employees the quantities and types of waste being generated track changes in the waste stream

. You

may select particular departments or waste streams to consider in the waste sort. For some companies it will be feasible to assemble and sort one day’s waste. If this is not practical for your business you may collect a representative sample of approximately 50 pounds. It will be important to estimate the relative size of the waste stream represented by each sample.

If there are significant day-to-day or periodic variations in the types and amounts of waste generated, the team might want to conduct waste sorts on more than one day. It is important to 16

use a truly typical sample of your business’ waste to avoid skewing calculations on waste generation, waste composition, and waste removal costs. Plan for your waste sort by asking employees to separately dispose of certain items on that day. For example, provide separate containers for food waste. Do not include hazardous materials or bathroom trash in the waste streams that will be sorted. You may wish to photograph or videotape the waste sort for future educational purposes. Before beginning the waste sort, gather containers for holding waste samples and a scale used to weigh the samples. Sort the collected waste samples on a large plastic sheet, wearing work gloves for safety. Weigh the different waste types to determine quantitatively the waste stream composition or estimate relative percentages of individual waste types. Record your information on the Waste Sort Form included in Appendix A.

WASTE SORT INSTRUCTIONS

Begin The Wastesort 1 Assemble the waste sample in a location that is convenient, large enough for this

activity, and available for the duration of the sample. Your sample may be one day’s worth of waste or a representative sample from each department A multi-day sampling is suggested if there is a large potential for daily variations 2 Weigh the empty containers used to hold the sorted materials and note the weight on both the container and waste sort form (A digital scale is the most accurate type of scale ) 3 Sort the waste into individual waste streams such as office paper, scrap parts, and parts trimmings Extensive examples are given on the Waste Sort Form 4 You may want to separate the major components into subcategories, for example, sort glass into the subcategories of clear, green and brown 5 Place the sorted materials into the empty containers described in Step 2

Complete The Waste Sort Form Weigh each filled container (partial and/or full) and record the weight in the “Filled Container Weight” column on the form 2 Subtract the empty container weight from the filled container weight to get the Net Component Weight Record net weight in the “Waste Component Weight” column 3 Add all the net component weights to get the Total Waste Weight Record this total figure in the “Total Waste Generated” column 4 Divide the Net Component Weight of each line item by the Total Waste Generated figure at the bottom and multiply by 100 to compute the Component Percentage for each item 1

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Step Five: Complete a Waste Assessment Report After you have completed the waste assersment procedures and developed a clear understanding of your company’s waste stream you will be ready to assemble the details in a Waste Assessment Report. This report will further illustrate the results of the assessment. The report may include information such as: a summary of waste stream component percentages a concise summary of your current waste management systems estimates of monthly and annual waste generation, per employee a comparison of your waste generation compared to industry averages an evaluation of current waste prevention and recycling efforts a summary of information from employee surveys and waste questionnaires direct observation of practices resulting in waste site-specific waste reduction recommendations and options This report becomes the working document the waste reduction team will use to develop and implement a Waste Reduction Plan.

Case StuL3, - Waste Assessment Report The Waste Assessment Report for Company ABC is presented in Appendix B

Phase Three: Develop a Waste Reduction Plan Step One: Brainstorm Waste Reduction Ideas Using the findings and observations from the waste assessment, the waste reduction team will develop a workable plan tailored to the needs of the company. Begin by gathering ideas from waste assessment participants Spend at least half an hour generating as many ideas as possible from all team members Before you begin the brainstorming session, review the “rules” of brainstorming

0

record all ideas from any source don’t censor or evaluate the ideas for cost or feasibility at this point keep ideas flowing; record and move on as quickly as possible avoid labeling or grouping the ideas at this point

List all the possible waste reductiodprevention, reuse, recycling and purchasing measures that might be effective Generating ideas from two or three different perspectives will often be more creative than just a general solicitation. If the flow of general ideas slows down, refer to a specific part of the waste assessment, such as the employee surveys or the walk-through. It may also be useful to look at ideas on a department by department or function by fimction level. Pose specific 18

questions to generate ideas, such as: What could we do to become an industry leader in waste reduction? What could we do to get employees really excited about generating less waste in their workplace? Other ideas can be obtained from utilizing the information presented the Appendices B-E. Several waste reduction ideas are presented in Appendix B. Composite recycling idea are presented in Appendix C. Companies that provide equipment and services for recycling and waste reduction are listed in Appendix D. Other resources for waste reduction are presented in Appendix E.

Case Study - Brain Storming Thefollowing are the ideas generated during a brain storming session at Company ABC for improving spray-up operation:

.

A. B. C. D. E. F. 1. 2. 3. 4.

G. H. I. J. K.

New equipment Better training (problemwith turnover) Continuous training Mentor program. In house certrfrcation -for proper image Equipment set-up 1 ‘ 2 % catalyst maintained Set maximum pressure in guns (metered) Calibrate the Jystem More tipsfor varied spray patterns for dgferent part size Better equipment so won’t have to constantly “test”for correct spry Design “excesswaste catcher” as it shoots - to catch excess Eqiripment with counters - determine amount material needed at front end. Incentive to reward those doing best at waste reduction Look at heights of tools to increase efficiency of spraying

Step Two: Compile and Screen Options Using the ideas generated, compile a list of potential options that fit the team’s preliminary goals. The team may also want to consult with employees and others who participated in the walkthrough for additional options. When the team has identified all potential options they can be screened for effectiveness based on such criteria as cost and ease of employee participation. Use the worksheet in Appendix A to screen the options. The options are listed in the left column. The criteria are listed in the first row. The weighting of each criterion is established and placed in the second row. The weighting can be 1-3 with 3 being the most important. Each team member then ranks the options for each criterion ( 1-3 with 3 being the most important). The second line for each option is the weighting times the ranking for each criterion. This simple mathematical formula will accurately screen the options.

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~~~

~

Case Study - Screenmg Options Thefollowing table shows Screening Options WorksheetJilled out for Company ABC. m *

s

u

s

.-a 8

aE ga

Criteria

g s ; z f Y

I

IWeieht Ranlilng Weieht s Ranlune Q

Option # 1 Traming Option # 2: New sprav g u n s Option # 3 Change to RTM Option # 4 Recvclmg FRP

c

pdUIlg Wei t x Rankme

Weight x Rankm Weight s R a n h g

d

H

T a

3 3 9 3 9 2 6 3 9

2 3 6 2 4 1 2 2 4

Use the above screening process to categorize the options into four types: immediate implementation, need evaluations, to be considered later, and not a viable option. The “immediate implementation” options will be changes that can occur with minimal cost. An example of this type of option might be cardboard recycling. The “need evaluation” options will be changes that offer waste reduction potential but must be proven to be cost effective. These options may include buying new equipment such as Air Assisted Airless (AAA) chopper guns. The “to be considered later” options are changes that would be beneficial but are known to be out of budget range. These may include large capital items such as purchasing bulk resin storage tanks or licensing a vacuum assisted resin inhsion process.

Step Three: Analyze the Options The screening process above will reduce the options to a few that deserve further investigation Cost is an important consideration. The cost-effectiveness of your waste reduction options will depend on these factors: potential equipment, repair, and retraining costs avoided waste disposal costs avoided purchasing and operating costs potential recycling costs promotion and training costs baledshredder rental or purchase revenue generated from recycling potential higher costs of some recycled products 20

Companies that consider cost-effectiveness to be a key criterion should be sure to consider the long-term economic feasibility of an option. While the team may be inclined to disregard a particular option with large start-up costs, the measure may result in impressive savings over the years. Payback Period is a simple method used to determine the cost effectiveness of a waste reduction option. It measures the length of time a project will require to return its original investment. A drawback to the payback method is that it ignores the time value of money. The worksheet provided in Appendix A can be used to calculate payback period. Case Study

- Analysis of Options

Thefollowing analyzes the option to implement a trainingprogram at Company ABC Benefits - Training employees to operate a spray gun more efficiently can reduce costs Yignflcantly. Research Triangle Institute (RTI) conducted testsfor the EPA comparing normal

spray gun'. The transfer effjciencies 2nd controlled spraying using an Airless Air Assist (M) were 80.5% and 92% respectively. Company ABC, Inc. produces 5,000 annuatly of Part 123 with an average weight of 13.4 pound. By using controlled spraying they would reduced there waste by IO,404 pounds or approximately $15,606 per year. r f the IO,403 pound of overspray 1s not discarded, the annual savings would be S867 (10,404 pounds t 150 pound/cu yd t 4 cu vd per dumpster x S50 per pull = S867). n e total annual savings would be of $16,473. k

t

- The cost of the trainingprogram would be broken down as shown in Table I . Task

Hours

Design and development of traimng program I Emplovees traimng (1hrs class s 10 employees) Certification ( 5 hrs per employee) Certification ( 5 hrs supen'isor ume per employee) Nen empio?ees tramng (1hrs per employee) New employees cedication ( 5 hrs supemisor time per e

30 10

Rate

I$

I

5 5

20 25

Pavhack period would he 2.8 months. (S3,890 S l 6 . 4 7 3 x 12 months

$ $ $ $ $

=

I

50.00 I 30.00 I 3000 1000 3000 1000

Dollars $ $ $ $ $ $

1.500

1.200 150 200 600 100

2.8 months).

While cost is a valid consideration and an important screening tool, other potential effects should be considered, such as. effects on product or service quality and product marketing compatibility with existing operations client (consumer) expectations space and storage considerations operation and maintenance requirements staffing, training and education requirements overall implementation time effects on employee morale, environmental awareness, and community relations 21

The weight of each of these items, in addition to the weight of cost factors, should be assessed by the waste reduction team. Analyze each option and determine its feasibility.

Step Four: Develop Focused Goals Set realistic and measurable goals for the options you have chosen to implement. The aggressiveness of your goals will be determined by the overall commitment of your business to waste reduction. The most successfbl goals will have specific, measurable and achievable objectives. Establish priorities and keep the planning simple and manageable within specified time frames. Although the company’s greatest areas of waste should be a definite priority, remember to also focus on areas likely to bring quick and positive results. Nothing motivates like success!

Case Study - Focused Goals

Company ABC will reduce overspray by 50% within one year. This will be accomplished through education and retraining. Outcome measures: 0 reduction in overall waste produced by company 0 reduction in actual overspray waste as measured in monthly increments

Step Five: Document the Plan Document the results of your work. The report should include all the information obtained from the employee survey, waste assessment, option screening, option analysis, and option goals. You need to document the results of your efforts to maintain a record of the company’s efforts to reduce waste, options considered and results develop a record keeping system to track costs, savings, and waste reduction quantities obtain baseline data from which to continue an investigation of feasible waste reduction options obtain baseline data from which to evaluate the impact of options chosen for implementation

Case Stiidy - Final Report The recommerided waste reduction recycling projects for Company ABC are presented in Appendix B.

22

Phase Four: Implementation Step One: Educate and Train Employees A successful waste reduction program relies on everyone’s participation. Ensure maximum participation thorough employee education and promotional programs. Include such options as: a kick-off memo fiom upper management orientation sessions for new employees training and education for revised procedures, work methods or recycling programs continued promotion and incentives through updates and reminders posters, signs, and public information media publicity special events Circulate information fiom upper level management as a memo, bulletin, newsletter or other announcement. The announcement should: remind employees that waste reduction can benefit both the company and the environment describe the goals and objectives of the waste reduction program outline the design and implementation stages of the program , explain the potential for revenues and savings and where it will go courteously ask for participation provide dates and times of orientation sessions and suggested attendees list team member names and numbers to contact with questions, ideas, needs, or comments ask for suggestions and volunteers to help with implementation clearly but briefly explain each component of the program, what is expected, and the ease with which the procedures can be incorporated into daily routines list what is and is not acceptable for recycling include a reminder list and ask each employee to post the list in their area The announcement should include relevant phone numbers and instructions to keep on file. Encourage staff to report overflows, ask questions, or request special assistance when they anticipate generating large amounts of recyclables. If possible, reduce paper waste and use electronic mail to notifir employees. A sample memorandum is shown in Figure 5.

23

TO:

All Employees

FROM:

The Operations Manager

SUBJECT:

Waste Reduction Program

Our company will soon implement a waste reduction program. Our goal is to reduce the amount of overspray by 50% and recycle many of our waste streams. By reducing waste and increasing recycling, we can eliminate over half of all the waste that we currently send to the landfill The waste reduction and recycling program will be simple; only small changes in our work habits will be required. Each of you will be asked to incorporate a few waste reduction measures into your daily routine These measures are listed on the attached reminder sheet. A series of orientation sessions will be given to acquaint each of you with the program. A schedule of these is attached to this memo. Please plan to attend one of these sessions. Within the next week, program coordinators will set up the recycling stations. The attached list specifies products to be recycled. Please familiarize yourself with this information. The success of this program depends on your cooperation. If you have any questions, ideas, needs, or comments regarding the waste reduction program, please contact one of the waste reduction team members listed below.

Figure 5 - Sample Start-up Memorandum Depending on the size of your business and the complexity of your waste reduction program, you may be able to effectively educate all employees by circulating memos or holding informal meetings Larger businesses or more complex programs might require a full-scale training program You may want to hold sessions for management first Orientation sessions should be as convenient as possible for all employees, and should be mandatory Avoid scheduling orientation sessions when staff may not be available, such as lunch hours, or at the beginning or end of the day Reminder posters will help to advertise the orientation sessions It may be necessary to provide bilingual information. Orientation sessions should last no more than one-half hour, unless the waste reduction program is complex or there are many questions. Be sure employees understand your expectations. Explain the options being implemented, acceptable materials, changes in work patterns or equipment, and expected benefits. Employees must be well informed of any changes in system or equipment hnctions. Finally, waste reduction training should be incorporated into your new employee orientation program. Keep employees apprised of the program’s status and actively encourage their participation by regularly circulating and/or posting updates and reminders. Employees will feel a greater stake in the program if they receive frequent updates on the quantity of waste being reduced, reused, or recycled. Also provide information on the purchase of recycled products and the resulting cost

savings. These reports should impress management, increasing their commitment to the program. Be sure to respond quickly to employees’ questions and suggestions.

A great way to accomplish ongoing education is to designate a bulletin board in a prominent place where each employee will see it every day. More than one such area may be required in larger businesses. You will want to use this space in an eye-catching manner and post information in a format that can be quickly digested. Additional ways to convey information include presentations or discussions at staff meetings, articles in employee newsletters, and notices on electronic mail. Informational topics might include: reminders of proper procedures notices of changes in operation highlights of new recycled products participation rates quantities of recyclables that are collected revenues earned disposal cost savings problems/solutions requests for input (include suggestion sheets on bulletin boards) quotes of support from upper management departmental waste reduction success stones Keep your program visible. Strategically placed posters and signs will serve multiple purposes by creating interest as well as reminding and informing. Managers or supervisors could sign the posters to endorse the program. Examples include:

0

lists of acceptable/not acceptable materials posted above all central recycling containers posters over copiers reminding users to use double-sided copying and conserve copy quantity signs at printers encouraging on-screen editing reminder notices of other specific waste reducing procedures posted in specific areas such as spray-up booths or maskindpainting areas reminder notices in the mail room and receiving area to reuse and recycle packaging invitations to special “open” waste reduction team meetings, where employees can participate and offer input before and after photographs of trash and recycling areas a bulletin board showing the number of pounds reduced and cost savings

You might also consider special incentives and events such as

0

slogan or logo contests incentive awards to employees most committed to waste reduction offering rewards for suggestions that are implemented special seminars on environmental topics 25

Don’t forget to spread the good news! Publicize your waste reduction success internally through business newsletters, meetings, and/or bulletin boards. Publicize your waste reduction success to your clients and customers by highlighting it in brochures, presentations, advertisements, press releases, signs, or other promotional materials. Submit news items to trade magazines such as Composite Fabrication or Composite Technology. Publicize your success to the community through community and business association meetings and newsletters. Remember that “being green’’ is good for your bottom line - more and more people consider environmental responsibility to be an important quality in a business.

Step Two: Monitor and Evaluate the Program Waste reduction is a dynamic process. Once the program is underway, the team should evaluate its effectiveness to ensure that goals are being met. Monitoring the success of your waste reduction program involves determining necessary adjustments by: soliciting employee feedback analyzing waste prevention measures to ensure they have been effectively implemented evaluating progress in the purchase of recycled products monitoring participation in recycling reviewing collection procedures Program monitoring is an ongoing effort of the waste reduction team. Team members should: express appreciation for waste reduction efforts address wastefbl activities routinely screen wastebaskets for the presence of recyclables ensure that recycling container locations are kept neat and orderly ensure that central containers are emptied regularly screen containers for excess contaminants distribute reminders to those not participating in the program adjust recycling collection frequencies, container locations, and collection routes as necessary Formally solicit feedback from employees at staff meetings and through a feedback form. The form should be simple but comprehensive, so that each employee will provide a fbll evaluation of the waste reduction program.

In addition to ongoing program monitoring, conduct full reviews on a semiannual or quarterly basis. Conduct your first review one month after program implementation. These reviews will evaluate your company’s progress toward meeting your waste reduction goals. You may want to refine or expand your goals at this time. Develop a plan of action to address needs that became evident during the review.

26

The program coordinator should track the progress and effectiveness of the waste reduction and recycling efforts by recording: 0

0 0 0

0

recovery and participation rates program operation costs revenues from the sale of recyclables amount spent on products with recycled content program problems, solutions, and successes

These records may provide information for ongoing publicity memos, progress reports for management, and help determine the average quantity of recyclables recovered per employee This data will help portray the success of the program and generate additional interest and involvement You may periodically want to involve employees in evaluating the effectiveness of the program. You may choose to conduct a written survey in the departments or areas most affected by the program or interview a certain percentage of employees on a more informal basis. Either way, involving employees gives you their perspective on how the program is working and ways it could be improved.

Conc1usi on Your company is to be congratulated for its commitment to stop doing “business as usual” and for taking a lead in the area of waste reduction and recycling. Waste reduction is an important business practice, but many companies still concentrate on controlling waste, not reducing its generation. Following the procedures outlined in this booklet will help your company identie and provide many solutions to your specific waste problems. Please keep this manual handy for hture reference and pass it on to others. Copies of the manual can be obtained from: Environmental Technical Services 18846 Highwood Estates Drive Pacific, MO 63069 Phone: (3 14)273-6687 or by e-mail at [email protected]

or downloaded from http:\\www.iwc.com\ets

27

References Hauwiller, P.B. “Environmentally Conscious Manufacture of Composite Structures” Draft report prepared for Manufacturing Technology Directorate, Wright laboratory, Air Force Materiel Command, Wright Patterson AFB, OH, December 8, 1993. 2

“Managing for Solid Waste Reduction,” Environmental Manager, August 1993.

‘ Perm, G. “Reduction in Hazardous Material Gives Double Savings,” Hazardous Waste Minimizer, Lockheed Missiles & Space Company, Inc., 1st Quarter 1993. 4

“Evaluation of Pollution Prevention Techniques to Reduce Styrene Emissions From Open Contact Molding Processes” EPA-600R-97-0 18a, March 1997..

28

Appendix A

Appendix A Step-by-step Worksheets

A- 1

What types and amounts of waste (in pounds) are generated daily in your department' Overspray fibershesin, gelcoat Adhesive squeeze out Part trimming Scrapped parts Used rags Cardboard containershoxes Plastic containers

Metal containers Scrap metal - aluminum steel, etc Partially cured - resin, paint, etc Wooden pallets Office waste white, mixed paper, etc Packaging - bubble wrap, peanuts, etc Other

-

What materials do you currently recycle? (check all that apply) Office paper Plastic Cardboard Drums Wooden pallets

Aluminum Steel Packaging materials Other: Other:

Which best describes your feelings about recycling and waste reduction? Glad to do it -Willing

to do it -Don't

care about it -Don't

want to do it W o n ' t do it

Describe how recycling or waste reduction could be made more convenient for you:

What ideas do you have to reduce waste at this company?

Would you like to participate on our waste reduction team3

Yes -Possibly

Name.

Appendix A

Walk-Through Worksheet Company Department

Date

Team Members Conductmg Walk-Through.

Production Area

Materials Used

Estimated Amount of Used Per Day

A- 1

Waste Materials Produced

Estimated Amount of Waste Produced Per Day

Employee Providing Information

Appendix A

Waste Sort Worksheet Date: Department: Sample collected over: __ 1 Day -2 Days Sample collected: -all waste at source Number of employees in department:

representative sample (weight Total number of employees: Net Waste Component Weight (Pounds)

Full Container Empty Container Weight (Pounds) Weight (Pounds)

Waste Component

)

Component Percentage

Scrapped parts Part trimming Overspary fibershesin, gelcoat Adhesive squeeze out I

1

I

Partially cured - resin, paint, prepreg, etc Plastic buckets, metal cans Cardboard containers Used rags Wooden pallets

Shop Waste Office Waste - whte paper, mixed paper, etc

Total Waste Generated Atypical factors affecting waste types or amounts A- 1

I

c

c

-

7

E

3

0 3 II

$ e e

-

.c.

b

r IReduces Waste Volume or Weight Reduces Waste Toxicity IRedueces Waste Disposal costs

I I

I

Generates Revenue I

lHas Low Startup costs

I

Improves Productivity

2

Impromves Product or Service Qual -.

1% I I 3

11s Relatively Easy to Implment

IBuilds

Employee Morale

(Improves Company Image Increases Use of Recycled Goods

3 3 W

I .

0 J,

I .

0

3 cn

Reduces Purchasing Costs

I

7 CD CD

Appendix A

Payback Worksheet

I

Equipment Purhased:

Facility/Sotrage Preparation: InstallatiodUtility Connection: Initial Staff Training: Initial Promotional and Educational Materials: Other Specifjr

Materials and Supplies Operation & Maintenance (e.g., labor, equipment storage space, service contracts, utility charges) Transportation Ongoing Staff Training Ongoing Promotion and Education Other (specify)

I

per year per year per year per year per year per year per year

Avoided Waste Removal costs for this Option

A- 1

Appendix A

Payback Worksheet

Annual Revenues for ths ODtion

A-2

Appendix B

Appendix B Case Study Waste Assessment Report For Company ABC, Inc.

April 24, 1997

Performed by:

Technical

funded by the Missouri Department of Natural Resources

Appendix B

Table of Contents

................................................................................................................... Waste Assessment Methodology ................................................................................... Summary of Waste Stream and Current Recycling / Reuse Efforts............................ Introduction

Employee Survey Summary ........................... ........................................................ Walk-Through Summary ....... ........................... ................................................ Fourth Floor ............................................................................................................... n i r d Floor ................................. :............................................................................... Second Floor ............................................................................................................... . First Floor................................................................................................................... General Observations ........ ...................................................................................... Records Review Summary ......................................................................................

Summary .....................................................................................................................

1 1 1 1

4 4

7 8 9 9 9

12

Appendix B

Introduction This report is a comprehensive summary of the waste assessment and waste reduction analysis conducted for Company ABC, Inc. by Environmental Techcal Services (ETS) and Bridging The Gap (BTG) waste reduction consultants. Company ABC, Inc. is to be congratulated for their commitment to analyzing and changing their business methods, enabling them to take the lead in the area of waste reduction and recycling in the Super City metropolitan area.

Waste Assessment Methodology The waste assessment used the following methodology: 0

0

0

Employee Survey- An employee survey provides valuable information about staff attitudes toward waste reduction and recycling as well as items currently thrown away or recycled at the workplace. It gives employees an opportunity to offer ideas on waste reduction and recycling efforts. A survey also provides employees the opportunity to volunteer to serve on the waste reduction and recycling team. Facility Walk-Through- The facility walk-through entails touring each department or area, conducting interviews with available staff, and closely observing waste generating activities and processes. ETS and BTG consultants gather qualitative data on waste stream components and their sources and discuss potential waste reduction techniques and site-specific ideas for the Project with staff members. Waste Assessment Report- The waste assessment report is a compilation of the information gathered from the procedures described above. The areas that generate waste are noted

Summary of Waste Stream and Current Recycling / Reuse Efforts Employee Survey Summary Thirty of the forty-five employees completed and returned the employee surveys. The survey is presented as Attachment A. The interest in participation in a waste reduction program was very high. Of the employees surveyed, 56 7% said they would be “glad to do

1

Appendix B it” and 33.3% would be “willing to do it. Table 1 illustrates the interest by department. Overall, company wide interest in recycling and waste reduction is very positive, which is an indication of high morale.

-

Table 1 Participation Interest by Department

Partlapabon Interest

The survey indicated that the top three waste streams were part trimmings, overspray, and .scrapped parts This data is consistent with the observations made during the walkthrough by the waste assessment team The responses for each waste stream by department are presented in Table 2

Table 2 - Waste Stream Responses by Department

Waste Stream

.

The results of the survey regarding recycling of materials were interesting. Many of the employees indicated that they were recycling materials although the company does not have an official recycling plan in place The responses were more likely reuse applications and not actual recycling of materials Some of these reuse efforts were observed during the walk-through For example, plastic 5 gallon buckets were reused for waste resin disposal and plastic 1 gallon catalyst bottles were reused for mixing resin. Cardboard recycling, the number one response, was only observed in the shipping department. The

2

Appendix B responses by department conclude that the employees were indicating company wide rather than department specific efforts. (See Table 3).

Table 3 - Recycled Material Responses by Department

In response to the question of how recycling could be made more convenient, employees cited storage issues and shop cleanliness problems. The actual responses are listed below: Have the drums removed weekly from department and rear elevator for more room and safety reasons If these thngs were taken and recycled then the dept. wouldn’t be so cluttered up with all this waste material. By having containers for each material Wash rags. Get a washer and dryer Have specially marked containers Use it over again Have someone in charge that is not in the daily work flow Get us containers The responses to the question “What ideas do you have to reduce waste at this company?” indicate two general themes: know how much material to use, and hirc people who care Survey comments indicate some frustration with employee turnover. The actual responses are shown below. 0

Know proper measurements of material for cut mat at proper lengths each job. Keep experienced fabricators that can apply this action Shred the used fiberglass in booths and garbage from the mold and reuse it. Cut down on mat waste Cut down unnecessary unused production 3

I Appendix B 0 0 0 0

0 0

0 0 0 0 0

a

Have specially marked containers Take your time and do it right Control trim waste Recycle scrap mat Don’t hire stupid people who don’t care Waste reduction in this company can be greatly reduced by using the common reuse approach Be more conscious of material used Rags could be cleaned and reused - Recycle acetone People who don’t care waste. Teach new employee to care Acetone wash station Get workers that care about what they use

Nine employees said they would be willing to work on the waste reduction team and nine employees said they would possibly work on the team. The large number of employees willing to participate on the team is another indication of high morale. The employees who showed interest are listed below: Willing to work on Team:

Possibly willing to work on Team:

John Unser Billy Robertson Cythia Michels George Henery Michael Jackson George Michaels Ringo Star Rodney Danger

Sue Miller Robert Holdings JL Brown Mark Cummings

Walk-Through Summary The waste assessment team conducted two walk-throughs. Assad Sobky led a quick walk through tour during the first facility visit The second walk-through was a more detailed assessment The team members interviewed employees and made observations throughout the facility Because of time constraints, the waste assessment concentrated on floors three and four These areas were assumed to be the largest waste generators

4

Appendix B

Fourth Floor Gelcoat booth area.

A standard air atomizer gun manufactured by Binks is used to spray gelcoat. The air pressure is held constant at 75 psig pressure. The tip is changed to accommodate the size of the mold. The Operator has nine years of experience and no formal training. The tip is changed to insure proper pattern and the most common tip used has a 45 degree angle. Observation showed quite a bit of overspray fiom the Part 123. There are no arrangements for metered spray or measurement of gelcoat except that the part is weighed after gelcoat and fiberglass is applied. The Operator stated that it typically takes 3 passes to obtain about 20 mil gelcoat thickness. A gun cleaning station other than cans for acetone on a table was not observed. Paper on the floor in the spray booth is changed about once a week Gelcoat comes in 55 gallon, 30 gallon and 5 gallon containers. The 55 gallon drums are returned to manufacturer. The 5 gallon buckets are reused for waste resin containers. All molds that require a certain color are sprayed at one time to eliminate cleaning gun between runs For example, the all the molds needed, for the day’s production run of Part 123, 10 sets of 2 molds, are sprayed at one time. Most molds are positioned flat on a table. When asked if she had any suggestions for waste reduction, the supervisor said they need a smaller size gelcoat tip for applying the white gelcoat. Many parts are small parts and she believes a smaller tip would result in less waste. Sprav-up booth area The floor is cleaned once a week The paper on the flooring is changed only every 4-6 weeks On a previous visit one manager estimated that 25% of the spray material ends up outside the part A Binks spray gun (old-style equipment) is connected to drums of resin The pump has been rebuilt recently Resin is supplied in 55 gallon drums and the catalyst comes in one gallon jugs A bulk resin supply system is not allowed due to fire codes The operator has been spraying for 3 5 years He was trained by former chopper and has no formal training Spraying is done at an angle about 18 to 24 inches away from the mold All molds are positioned on flat tables The operator commented that the Monsanto tray was too high and made it hard to spray The operator was observed having problems with gun adjustment The chop or resin was drifting to one side leaving the Qther side dry, cutting down production time and creating a lot of overspray. Once parts are sprayed the fiberglass is rolled flat using rollers Some fiberglass is pre-cut in six and eight inch rolls and added during rolling operation

5

Appendix B Lay-up Area Fiberglass parts are fabricated by hand lay-up in this area. The fiberglass comes in 60inch rolls and 17-inch rolls. Templates are used to cut the fiberglass to the correct size. Templates are made to !A inch of the actual part size. The scrap fiberglass is placed in a box. The larger scrap pieces are used in the fabrication of dog catcher trucks. It would be feasible to separate the clean fiberglass scraps from the rest of the trash for recycling. The pre-cut rolls are frequently wider than the specified 17 inches. Often the rolls are closer to 18 inches and have to be trimmed back to 17 inches. Resin is mixed in one-gallon plastic jugs that originally held the catalyst. The containers are not marked or premeasured in any way There is a fair amount of excess resin wasted from employees overmixing (One employee was observed dumping a third of a gallon of resin into the waste resin bucket) Recently, this area has reduced resin waste by simply changing the size of the mixing container. Employees once used five-gallon buckets to mix. Now they use the onegallon containers. The Part 123 take a little more than a gallon, so employees still have to go back and mix extra, which results in waste. Waste resin is placed in 5 gallon buckets. At least five 5 gallon buckets of cured excess resin were observed sitting on floor on the north side of the building. More waste was observed on the south side. Approximately five 5 gallon buckets of cured excess resin are discarded in 7-10 days. A leaking spigot was observed on the 55-gallon drum of resin. The flooring in the lay-up area is replaced maybe once a month. The acetone buckets on the south side are not covered Employees use aprons made of plastic or disposable Tyvek. The plastic aprons can be reused indefinitely because the resin can be removed after it has hardened. Although the plastic aprons are more expensive initially, the Tyvek aprons don't last nearly as long. Estimates on amounts of fiberglass and resin used weekly: 1-11? oz: one roll (60" rolls) 2 oz: one roll 3 oz.(the most popular thickness): three 60" rolls 3 02.three 17" rolls ten barrels of resin.

Resin Transfer Molding (RTM) area A significant amount of resin is spilled on the floor. Dennis estimated around 80% resin is wasted. The operator controls the pressure of the RTM system. We did not observe a stroke counter on RTM system. It is assumed the flooring was changed once per week. Fiberglass cutting station used for RTM area. Waste Generation

6

Appendix B

Three full dumpsters of cured fiberglass waste are generated from this floor each week (both sides of production.) The waste generated:

0

0

Scrap fiberglass Resin contaminated fiberglass trimmings Discarded resin in 5 gallon buckets 1 gallon catalyst containers Aprons Cardboard tubes fiom the fiberglass Floor paper contaminated with resin and fiberglass

Reuse efforts Cardboard boxes are reused in production for various uses; wooden pallets are reused in materials shipment. Rags are reused. One gallon catalyst containers are used to mix resin Five gallon buckets are used for waste resin.

Third Floor Finishing area Fine trimming, grinding and drilling are done in this area. Parts are also prepared for shipping. A significant amount of dust is generated. It is assumed that touch up of gelcoat is done in this area. Packasins and Shipping Smaller parts not shipped in cardboard are shipped on skids with polyfoam sheeting in between to cushion parts Polyfoam sheeting was reduced fiom 1/8 inch thickness to 1/16 inch thickness Pallets of cardboard are used for packaging. The cardboard supplier, brings shipping cartons back for reuse It was not determined whether the cardboard contains recycled content Because of volume, reusable wooden crates are used to ship parts to We Need Composites, Inc.. A total of 52 parts is shipped per week. The crates are marked for return to Company ABC.

7

Appendix B Waste Generation Parttrimmings Sanding pads Aprons Rags Small containers for gelcoat repair Contaminated foam packaging Cardboard Reuse Efforts Foam packaging is sent back from companies and reused to ship parts. The clean-up rags are washed and reused. Cardboard containers are sometimes reused when shipping customer orders.

Second Floor Tooling Area The tooling area had tar paper on the floor. Approximately 15 empty 1 gallon cans were found on top of fire cabinets (empty mold release cans).

Lunchroom There is a container for aluminum cans but it is an open barrel and is contaminated with other trash A closed container with a round hole and a bright, obvious sign designating aluminum can recycling should be placed in this area. Waste Generation Part trimmings Fiberglass and gelcoat overspray Scrapped molds Aprons Rags Small containers for gelcoat repair Mold release cans Aluminum cans

8

Appendix B

First Floor We did not observe the area for fabrication of specialty parts for trucks. All parts are assumed to be made using the gelcoat booth and the chopper spray booth.

General Observations Distribution of fabrication methods: 60% Spray-up, 30% hand lay-up,